1. SDHR Forum
Peter Kim
VP, Culture and Counsel

2. Agenda Defining Employee Engagement Measure What Matters
Collecting and Responding to Feedback
Defining Roles HR
Managers
Leaders
Driving Accountability

3. Why Does Engagement Matter
Highly engaged employees are:
22% More Productive

4. Defining Employee Engagement

5. What is Employee Engagement?
EMPLOYEE ENGAGEMENT DEFINITION
Employee engagement is the extent to which
employees feel passionate about their jobs,
are committed to the organization,
and put discretionary effort into their work.

6. Employee Satisfaction vs. Employee Engagement
Employee engagement is not the same as employee satisfaction.
Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible.
Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs.
Employee satisfaction…
only deals with how happy or content employees are.
covers the basic concerns and needs of employees.
does not address employees’ level of motivation or involvement.

7. Components of Employee Engagement
There are two primary factors that drive employee engagement.
Engagement with the Organization measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with confidence in the organizational leadership, as well as trust, fairness, values, and respect – i.e., how people
like to be treated by others at work and outside of work.
Engagement with ”My Manager” is a more specific measure of how employees relate to their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between the employee and manager based on mutual respect.

8. Employee Engagement Framework
Culture of Engagement
Is there a culture that motivates, empowers, challenges, and respects employees?
Motivating and Retaining
Do managers motivate employees to give their best? Are managers building strong relationships and developing cohesive teams?
Strategic Alignment
Do employees understand where the organization is headed and how they contribute to the organization’s success?
Managing and Executing
Are managers clearly defining expectations, holding employees accountable, and focused on delivering results?
HIGH PERFORMANCE
The two Organization factors deal with how employees relate to and connect with the organization.
The two Manager factors look at whether managers display the essential skills and behaviors needed to be effective.
Barriers to Growth
What other things could impede your organization’s ability to grown and/or execute its strategy?

9. Employee Engagement - Maturity Model
The top-down annual engagement survey
Pulse surveys with intelligent sensing
Intelligent nudges, Focus on everyone
Once per year. Focus on management. Rigid questions asked year after year.
Focus on Benchmarking
Agile survey as needed. Pulse regular basis. Feedback on mobile or apps. AI-based action plans. Immediate feedback.
Focus on Feedback
Many sources of data. Recommendations driven by nudge and suggestion. Open to HRMS, and other behavioral data.
Focus on Action

10. Measure What Matters

11. 2030 Vision The world leader in serving science
The unrivaled leader in serving science, with revenues of $50 billion
One of the world’s most admired companies
An incredibly talented global team that brings diverse perspectives, collaborative energy and a passion to excel every day
Our customer-centric culture delivers a unique value proposition and sustained competitive advantage
Our unwavering commitment to innovation and to leadership in digital science enables our customers to make the world healthier, cleaner and safer
An exceptional track record of consistently delivering strong financial performance
The world leader in serving science

12. Leadership and Manager Effectiveness
What We Measure
2030 Vision
Continuous Improvement
Diversity and Inclusion
Customer Experience
Clarity of Direction
Emotional Commitment
Leadership and Manager Effectiveness
Role Model Leadership
Communication
Goal Setting
Feedback and Coaching
Employee Experience
Pride in Company
Recognition and Reward
Development Opportunities
Work Environment
Resources and Support
Teamwork

13. Collecting and Responding to Feedback

14. Survey Process and Responding to Feedback
2019
52 Questions
80% Response rate
41 Questions
75% Response rate
Nov.
Survey Launches
Dec.
Results shared with C-Suite
Jan
Results shared at Annual Leadership Team Meeting
Early Feb
CEO Sends All Employee Message
Late Feb
Managers Review Result

15. Defining Roles

16. Roles and Responsibilities
Leaders
Sets Expectations
Role Models Behaviors
Drives Accountability HR
Coaches and Facilitates
Enables Action
Reinforces Accountability
People Manager
Reviews and Shares Results
Develops and Implements Actions
Commit to Improvements

17. Driving Accountability

18. Accountability Enablers
Annual Performance Reviews
Talent Cards (Succession Plans)
Special Coaching for Low Performers

19. Do our managers care? And do they know what to do?
The Hawthorne Effect
Western Electric manufacturing plan in 1920s
Psychologists attempted to understand what conditions at work would improve productivity
Findings
Turning the lights up improved productivity
Turning the lights down also improved productivity
It was the fact that management was paying attention to workers that improved engagement, focus, and productivity
Do our managers care? And do they know what to do?

20. Role of Manager: Glint Research7
Points
Higher
8x More likely to be engaged
Employees with managers who create action plans are 7% more engaged than their peers
Employees with managers who take action are 8x more likely to be rated “engaged” than those who do not
Action of Any Kind Matters
Glint research conduct with clients Spring 2019

21. Questions